Chapter 27 Cash Management

Size: px

Start display at page:

Download "Chapter 27 Cash Management"

Samantha Maxwell
6 years ago
Views:

1 University of Science and Technology Beijing Dongling School of Economics and management Chapter 27 Cash Management Jan Dr. Xiao Ming USTB 1

2 Key Concepts and Skills Understand the importance of float and how it affects the cash balance Understand how to accelerate collections and manage disbursements Understand the advantages and disadvantages of holding cash and some of the ways to invest idle cash Appendix 27A: Be able to use the BAT and Miller-Orr models Dr. Xiao Ming USTB 2

3 Chapter Outline 27.1 Reasons for Holding Cash 27.2 Understanding Float 27.3 Cash Collection and Concentration 27.4 Managing Cash Disbursements 27.5 Investing Idle Cash Appendix 27A 27A.1 The Basic Idea 27A.2 The BAT Model 27A.3 The Miller-Orr Model: A More General Approach 27A.4 Implications of the BAT and Miller-Orr Models 27A.5 Other Factors Influencing the Target Cash Balance Dr. Xiao Ming USTB 3

4 Reasons for Holding Cash Speculative motive hold cash to take advantage of unexpected opportunities Precautionary motive hold cash in case of emergencies Transaction motive hold cash to pay the day-to-day bills Trade-off between opportunity cost of holding cash relative to the transaction cost of converting marketable securities to cash for transactions Dr. Xiao Ming USTB 4

5 Understanding Float Float difference between cash balance recorded in the cash account and the cash balance recorded at the bank Disbursement float Generated when a firm writes checks Available balance at bank book balance > 0 Collection float Checks received increase book balance before the bank credits the account Available balance at bank book balance < 0 Net float = disbursement float + collection float Dr. Xiao Ming USTB 5

6 Example: Types of Float You have $3,000 in your checking account. You just deposited $2,000 and wrote a check for $2,500. What is the disbursement float? What is the collection float? What is the net float? What is your book balance? What is your available balance? Dr. Xiao Ming USTB 6

7 Example: Measuring Float Size of float depends on the dollar amount and the time delay Delay = mailing time + processing delay + availability delay Suppose you mail a check each month for $1,000 and it takes 3 days to reach its destination, 1 day to process, and 1 day before the bank makes the cash available What is the average daily float (assuming 30-day months)? Method 1: (3+1+1)(1,000)/30 = Method 2: (5/30)(1,000) + (25/30)(0) = Dr. Xiao Ming USTB 7

8 Example: Cost of Float Cost of float opportunity cost of not being able to use the money Suppose the average daily float is $3 million with a weighted average delay of 5 days. What is the total amount unavailable to earn interest? 5*3 million = 15 million What is the NPV of a project that could reduce the delay by 3 days if the cost is $8 million? Immediate cash inflow = 3*3 million = 9 million NPV = 9 8 = $1 million Dr. Xiao Ming USTB 8

9 Cash Collection Payment Payment Payment Cash Mailed Received Deposited Available Mailing Time Processing Delay Availability Delay Collection Delay One of the goals of float management is to try to reduce the collection delay. There are several techniques that can reduce various parts of the delay. 9 Dr. Xiao Ming USTB 9

10 Example: Accelerating Collections Part I Your company does business nationally, and currently, all checks are sent to the headquarters in Tampa, FL. You are considering a lock-box system that will have checks processed in Phoenix, St. Louis and Philadelphia. The Tampa office will continue to process the checks it receives in house. Collection time will be reduced by 2 days on average Daily interest rate on T-bills =.01% Average number of daily payments to each lockbox is 5,000 Average size of payment is $500 The processing fee is $.10 per check plus $10 to wire funds to a centralized bank at the end of each day. Dr. Xiao Ming USTB 10

11 Example: Accelerating Collections Part II Benefits Average daily collections = 3(5,000)(500) = 7,500,000 Increased bank balance = 2(7,500,000) = 15,000,000 Costs Daily cost =.1(15,000) + 3*10 = 1,530 Present value of daily cost = 1,530/.0001 = 15,300,000 NPV = 15,000,000 15,300,000 = -300,000 The company should not accept this lock-box proposal Dr. Xiao Ming USTB 11

12 Cash Disbursements Slowing down payments can increase disbursement float but it may not be ethical or optimal to do this Controlling disbursements Zero-balance account Controlled disbursement account Dr. Xiao Ming USTB 12

13 Investing Cash Money market financial instruments with an original maturity of one year or less Temporary Cash Surpluses Seasonal or cyclical activities buy marketable securities with seasonal surpluses, convert securities back to cash when deficits occur Planned or possible expenditures accumulate marketable securities in anticipation of upcoming expenses Dr. Xiao Ming USTB 13

14 Figure 27.6 Dr. Xiao Ming USTB 14

15 Characteristics of Short-Term Securities Maturity firms often limit the maturity of short-term investments to 90 days to avoid loss of principal due to changing interest rates Default risk avoid investing in marketable securities with significant default risk Marketability ease of converting to cash Taxability consider different tax characteristics when making a decision Dr. Xiao Ming USTB 15

16 Quick Quiz What are the major reasons for holding cash? What is the difference between disbursement float and collection float? How does a lockbox system work? What are the major characteristics of short-term securities? Dr. Xiao Ming USTB 16

17 Dr. Xiao Ming USTB 17

Chapter 19 Cash and Liquidity Management

T19.1 Chapter Outline Chapter 19 Cash and Liquidity Management Chapter Organization! 19.1 Reasons for Holding Cash! 19.2 Determining the Target Cash Balance! 19.3 Understanding Float! 19.4 Investing Idle